Editorial: Rethinking operational governance and board composition
There is a lot going on, nowadays, in terms of corporate governance (CG). The amount of discussion concerning CG and the boardroom dynamic, and behaviors is quite phenomenal; even in developing countries with weak institutions (Aguilera, 2005), where scholars are doing valuable work to shed light on what is missing to reinforce the CG practices. Poor ethical leadership, fraud, corruption, lack of cultural homogeneity, lack of diversity, and mismanagement are the main contributors to failures. Rethinking operational governance, the board composition, and how decisions are made, executed, and monitored can deeply affect organizational effectiveness and corporate performance (Wyman, 2015). The following papers published in the present issue mainly discuss how organizational effectiveness and performance are a function of the board composition, diversity, and behavior